How To Do Cause Marketing Right

Frisk Special: NOT-FOR-PROFIT April 2014

Frisk Special: NOT-FOR-PROFITApril 2014


Hi there. Welcome to the latest Frisk special.

Popping out every month, these newsletters act as a showcase of the thinking that

goes on within the venerable red bricks of Leo Burnett London. Frisk has been running

for some time as a weekly internal newsletter, with the first edition of each month

centring around a particular theme. We recently decided to externalise these specials

because, well, we’re nice like that. So the first one was about WOMEN, then we had a

LUXURY theme, and this one is all about NOT-FOR-PROFIT.

This is a theme that’s very close to our hearts here at LB LDN. With the birth and

growth of Change, our agency-within-an-agency that focuses on such matters, we’ve

created all manner of diverse work for Plan, the RNLI, BITC, and much more besides.

We even launched a missile in the name of peace. You can find out all about that

within.

We also have a thinkpiece here from Canvas8 on how to effectively use social media

for charitable campaigns, avoiding becoming part of the ‘cause overload’. Our resident

retail brainbox gives us some insight into what brands are doing to tap into the doing-

good sector, and we finish with a few altruism-focused snapshots.

I sincerely hope that you enjoy what you read. If so – or indeed, if not – do be sure to

fire some feedback into the Twittersphere: the handle’s @LeoBurnettLDN.

See you next month for more of this colourful ideasmithery.

Daniel BevisSenior Knowledge EditorLeo Burnett London


Leo Burnett Change are the specialist Not-For-Profit and Behavioural Change division of the Leo Burnett

Group.

Founded in 2011 by Alice Hooper and Kit Altin, Leo Burnett Change is the focal point for the passion and talent

base within the Leo Burnett Group dedicated to not-for-profit and behavioural change communications.

Leo Burnett London has a long heritage of working with not-for-profit organisations, most notably the

Government through the Dept forTransport (DfT), NHS and the Learning and Skills Council, but also through

a number of charities including the housing charity- Shelter and the pregnancy and birth charity- Tommy’s.

More recently, Leo Burnett Change has been extremely proud to work with the RNLI on their Coastal Safety

campaign, Plan UK on the importance of women in society, Business in the Community on Reducing Re-

offending through Employment and Dartmouth Films on the promotion of their exposé of the cocaine

supply chain, “Cocaine Unwrapped”. We have also developed one-off campaigns for Peace One Day and

the DfT, worked with the UK’s first fund for women and girls, Rosa, and UNICEF in a consultative capacity.

At the heart of every Leo Burnett Change brief is an earnest attempt to truly understand the people we

are talking to - to understand exactly what makes them tick and act the way they do and what conditions

are required to make them look again and think or act in a different way. We invest a huge amount of time

in understanding and testing which key message/messages are able to connect with our audiences and

are capable of encouraging them to change their behaviour. We get the greatest kick out of working with

our clients to solve their communications and behavioural change challenges and from making work and

communications that truly make a difference in our society.

The name “Change” was inspired by the Mahatma Ghandi quote “Be the change you want to see in the

world” and this desire to make a profoundly positive and meaningful difference inspires every one of our

teams, briefs and campaigns.

WHO ARE LEO BURNETT CHANGE?

WHAT’S YOUR STYLE OF WORKING? Collaboration and integration is key, and the Change team works in a fluid, agile way.

We work closely with the client team and their partner agencies and stakeholders (where relevant) to

develop a brief. Our teams are custom-built for each brief from experts across the group, which enables us

to come up with compelling solutions for the task that deliver results, no matter what the medium. In our

time, we’ve launched a 30-foot live missile and destroyed it to promote Peace One Day: we’ve hosted the

world’s only white-carpet film premiere in Leicester Square for Cocaine Unwrapped: we’ve sent a 250kg

punchbag full of water on a tour of the English coast for the RNLI and developed the first ever un-skippable

online pre-roll using brand new technology for the BITC (for all these case studies and more, read on).

It would be impossible for our responses to these briefs to have been so varied if we didn’t prioritise and

practice integration and collaboration. Whatever the nature of a client’s brief, whatever the budget and

desired reach - we’ll come up with an innovative response.


Here are some of the most recent campaigns and clients we’ve had the very great joy of working with over

the last couple of years:

WHAT HAVE YOU WORKED ON?

In 2012, Business in the Community came to Leo Burnett Change to discuss their campaign to reduce

reoffending through unemployment.

17% of the UK population have a criminal record, and 50% of these will re-offend in the first year, at a cost

to society of approximately £65,000 in the first year of imprisonment, and £38,500 thereafter.

Naturally, one of the biggest challenges facing ex-offenders and pushing them into the cycle of offending,

imprisonment, release, reoffending, is failure to reintegrate into non-criminal society. Logically, ex-offenders

are far less likely to re-offend if they are given employment. We needed to develop a campaign that would

ask society to give ex-offenders a second chance

Over 2 years, Leo Burnett Change and BITC teams worked closely together to develop our brief and

campaign aimed at getting the British public to recognise and confront their prejudice towards ex-offenders,

and in particular, asking employers to consider “Banning the box” (removing the criminal record tick box

from all application forms: for more on the campaign see http://www.bitc.org.uk/banthebox).

BAN THE BOX


We spent several days in HMP Wandsworth working with inmates to develop a campaign that would make

people sit up and think again, but that would also make inmates feel empowered and encouraged to go

out and seek employment on their release.

The strategic decision was to create a moment – just a moment – where people had to confront their

prejudices, maybe ones they didn’t even know they had. To do this with real impact, we didn’t want to

harangue people, or guilt trip them, or shock them – these tactics wouldn’t work. Instead, we wanted

to build something into the experience of the communication itself: to create an expectation that was

subverted and left people questioning themselves.

The result is our “Ban the Box” campaign spanning print, radio and video.

The online film - subverting the “Skip Ad” function – is a brand-new idea that uses a brand-new technology

– nothing like this has ever been done before.

At its first awards outing, the BITC campaign picked up 3 Creative Circle Golds and a Silver. But far more

importantly, we have already started to see the effects of the campaign on society. At launch the campaign

received an astonishing amount of coverage and discussion on social media, with the team fielding calls

from journalists as far afield as New York and Sydney, and BBC’s The One Show running a whole segment

about the issue and highlighting the campaign. Even more critically, within weeks of the launch of the film,

companies started to adopt the “Ban the Box” approach. Ten companies have committed to banning the

box so far, perhaps most notably the Law firm Freshfields Bruckhaus Deringer, where a partner was so

moved by seeing the work that he confirmed to the BITC that Freshfields would no longer carry a box on

their application forms. We are now working with BITC on the next steps of the campaign and how to carry

this message to more and more organisations.


In summer 2013, Leo Burnett Change were awarded at pitch the RNLI Coastal Safety campaign. A fantastic

behavioural change initiative by the RNLI driving towards their ambition to halve all preventable loss of

life at sea by 2020, this was to be the first communication campaign warning people of the real danger of

drowning at sea. It came as a shock to us, and everyone we’ve spoken to since, to learn that more people

drown in the UK than die in drink drive accidents, in accidental house fires or on in cycling accidents. It is

a huge issue for this country. The brief was to make the public, particularly men (who are 80% more likely

to drown at sea than their female counter parts) aware of the risks and to encourage them to alter their

behaviour accordingly.

We spent a month developing a behavioural change framework and researching our campaign with the

target audience before launching “Respect The Water” as a pilot along the South Coast. The campaign

used a range of innovative and unique touchpoints to create a completely new approach to public safety

messaging. From a water filled punch-bag to storytelling pint glasses, and from pub beermat quizzes to

a huge Perspex tonne of water installation, plus more traditional radio and outdoor, Respect The Water

presented the facts in an engaging, non-alienating manner that started a conversation with the male

audience, instead of preaching about the rules of coastal safety.

Year one of the campaign looked a bit like this:

RESPECT THE WATER


Respect The Water picked up 1 gold and 3 Bronzes as the 2013 DMA for best use of experiential, best use

of copy and best media strategy. But critically the quantitative analysis demonstrated that the campaign

drove very high levels of engagement and awareness, and most importantly, moved measures of claimed

behaviour, far above expectations for a pilot campaign. The result is that the RNLI has commissioned the

nationwide roll out of Respect the Water in 2014. Furthermore, working with the RNLI this year, we are

developing a number of highly targeted campaigns under the “Respect the Water” banner designed at

reaching particularly high risk coastal groups from anglers to kayakers and coastal walkers. The campaigns

will break in July this year

PLAN UKPlan UK came to us with the most fantastic brief: “with education, girls hold the key to defeating world

poverty”. The first requirement in response to this brief was for a 60” TV to run on CNN. Aimed at getting

business men and women to sit up and notice, “Because I’m a girl” TVC was launched on the 1st UN

International Day of the Girl in 2012. It has been running on CNN for over a year and has received more then

200,000 views in that time, with some big investors commenting that it was “one of the best charitable

ads I have ever seen – powerful, impactful and respectful – a rare combination” (Associate Director, Global

Community Investment (Brand and Citizenship), Barclays Bank Plc).


But the team did not feel that a TV ad alone could do justice to truly communicating the importance of

women in defeating world poverty, and set about a second communications task- a series of talks given by

inspirational women who had succeeded because of education and were passionate about enabling other

women to do so. A series whose ticket sales will raise money to help women into education.

Here’s a bit more about the talks: http://www.campaignlive.co.uk/news/1181311/

The talks continue, but so far have included Sarah Brown, Jude Kelly, Fiona Woolf, Mariella Frostrup and

Alex Crawford: have delivered an excess of 14 pieces of media coverage with 9.7 million circulation, blog

posts with a combined weekly traffic of 40,956, over 2.7 million people reached via tweets and retweets of

#PlanTalks and critically over 61 traceable campaign sign-ups and 1 sponsor.

THE MISSILE FOR PEACE We created a fully integrated campaign, including

a bespoke website, outdoor and social media to

promote Peace Day on the 21st September 2012. This

was in direct response to a call for action by not for

profit organisation Peace One Day to help promote

the International Day of Peace.

In addition to raising awareness of Peace Day, we

were asked to encourage and enable participation in

it-in essence to change people’s behaviour in relation

to Peace Day. Our solution was to make the abstract

concept of peace tangible for people by tackling its

enemy: hatred.

Via Twitter, we asked people to submit hate

they thought the world should be rid of, using

#obliteratehate. These were then ‘uploaded into’ the

Missile for Peace – a real 30-foot live missile - via its

website, before it was launched and destroyed. By

symbolically destroying the hate – such as racism,

trolling, conflict and war – the idea was to both drive

mass-awareness and encourage people to take a

moment to engage with the subject of peace –and

its enemies – and create an annual event of mass

catharsis that promoted Peace Day.

The Missile for Peace was a Finalist for the D&AD

White Pencil Award.


In 2012, Christo Hird of Dartmouth Films and director Rachel Seifert came in to discuss how we could help

promote their documentary “Cocaine Unwrapped”: an amazing exposé into the dark underworld of the

supply chain that enables cocaine to reach the UK’s bars and nightclubs.

Our research showed that by and large, the cocaine-using British public felt that taking cocaine was an

individual choice, not doing harm to anyone else and therefore not needing a great deal of soul searching.

If we could get them to watch the documentary and to confront the realities behind the cocaine supply

chain, they were far more likely to think again about their recreational choices.

The creative team came up with the proposition “You can’t ignore what’s under your nose” and we

developed a fully integrated campaign to accompany the “white carpet” launch on the 12th of May 2012 at

the Prince Charles Theatre, Leicester Square.

Working with Stink TV’s director Tomek Baginski we developed 2 films which shed a grim light on the dark

underworld, in addition to flyers, posters and radio.

The result was a high profile launch, helping to secure record Youtube sales of the Documentary, even

seeing it reach number 3 in the Youtube Download chart.

Want to find out more about Leo Burnett Change?

If you’d like to come in for a chat to understand how we could help to promote your organisation, cause or

behavioural change initiative, please do get in touch, we’d love to see you.

Please send an email to Alice ([email protected]) or Kit ([email protected]) and they

will be delighted to arrange a meeting.

COCAINE UNWRAPPED


We work closely with Canvas8, a deep-dive insight network who ‘make the complex simple by helping us make the simple significant’. This new piece looks at the difficulty of cutting through ‘cause overload’ to create social movements for good.

How do you start a social movement? As the number of charities and non-profits increases, people are

being hit by ‘causes’ on all fronts. And with two thirds (66%) of people around the world saying they prefer

to buy from companies that give back to society, it’s becoming harder for businesses to communicate their

broader purpose.

Cutting through ‘cause overload’ means starting a movement people can really get behind, and for

businesses, this means thinking more like a non-profit. We spoke with Allyson Kapin, author of Social

Change Anytime Everywhere to uncover insight into how non-profits are upgrading their approach through

digital channels.

ANYTIME, EVERYWHERE: STARTING MOVEMENTS ON SOCIAL MEDIA

image © ING Nederland, Creative Commons (2013)

DEFINE YOUR COMMUNITY AND RIPPLE OUTStarting a movement is about identifying your community and separating them from the crowd. This is

nothing new, but it’s one of the first things you need to do. Your community is the people already on your

email or direct mail list, or who you are engaging through social media; board members, donors, activists,

supporters and the stakeholder who are really part of your mission.

The next thing – and this is where social media helps – is to spread your message to the wider network:

people you have a connection with through your existing community. This means creating stories about

your movement that people will want to share with their own community – people who they think might

be interested, but who might not have heard about your movement yet. The goal is to get the extended

network to become part of your community.


Then there’s the crowd: everyone outside of your community or network. Crowds are a much larger and

tougher group to reach. It’s unrealistic to think that you’re going to be able to reach everybody in the

crowd with your movement, but if you do, you have to be prepared for scrutiny.

Take Invisible Children, for example: the organisation was not prepared for the viral popularity of the

Kony 2012 video as it spread beyond the community and network, to the crowds. These crowds had no

connection with the organisation or cause; it was the first time they were hearing about Kony, and they

were shocked. Yet because of its popularity, the video attracted lots of scrutiny very quickly – around their

video, the organisation, the founders, and the amount of money spent producing the video. There was such

an onslaught of feedback and criticism that the founder ended up having a nervous breakdown. It was

tragic and the world watched it unfold through the media and social channels.

BREAK DOWN YOUR VISION INTO MANAGEABLE CHUNKSIf your campaign is focused on ‘ending world hunger’ you may need to rethink your strategy. These

campaigns put a lot of weight on people’s shoulders and are not an effective way to motivate people. It

makes them feel helpless.

If you can break the long term movement into smaller goals that feel realistic, and explain how just one

person can have an impact this helps motivate people to join: they feel like they can achieve something and

see meaningful results from their actions.

Anyone can do something for their local community; like donating $50 to feed 25 homeless people breakfast

at a soup kitchen. This approach is also about reframing the impact of campaigns to tell one person’s story.

People don’t relate to thousands of other people, they relate to one person.

Understanding this requires you to identify shared goals. So while you’re thinking; ‘what do we want to

achieve as an organisation?’ you need to be asking; ‘what realistic and manageable actions can we get

people to take?’

image © Invisible Children


Messages that sound like they’re regurgitating a press release or marketing jargon won’t be shared with

wider communities. The number of US non-profit organisations has grown by about 60% over the past

14 years. People are being approached across multiple channels: on social media, direct mail, email, text

messaging, public service announcements, television, posters, billboards, and even on the street through

canvassers. The key to cutting through the noise is to be human and have meaningful discussions with the

people you seek to reach.

UNICEF recently launched a huge Facebook campaign, which essentially said; ‘likes’ are great, but what we

really need right now is to raise money to purchase vaccines for children in developing countries. That was

perfectly legitimate. With a cause, it’s fine to tell people what you need and when you need it.

Rather than just overloading people with demands – “share this,” “donate here,” “sign this” – movements

should also provide support to their community. That’s the equivalent of really awesome customer service.

Organisations are often so focused on raising money and generating awareness they forget the human side

of grassroots organising. Your supporters are real people who have taken the time to connect with your

cause; they have feelings and they want to be engaged personally. They want to know that you value their

opinions.

Rather than focusing too much on vanity metrics – Facebook ‘likes’ and Twitter followers – be concerned

with the level of engagement. It’s better to build deep relationships and personal connections with people.

The better relationships you have with your community, the more advocacy you’ll get and the more money

you’ll raise: having 2,000 highly engaged followers can be better than 200,000 people who don’t care.

With traditional media, causes usually talk about their impact quite generically. Social media means you

can establish a direct line between what you’re doing and where it’s having an impact. This means sharing

stories about your successes, and sharing your failures, too: what you have learned and how you plan to

address them – in the age of instant communication people are expecting to hear that now.

An organisation called Charity: Water, which brings clean, safe drinking water to people in developing

countries shows impact really well. By matching donors to a specific water initiative they can show exactly

how each donor’s money has been spent and what impact it’s had on a community. Donors can track their

impact online: and look at the irrigation systems and wells their money has helped build. Charity: Water

even posts videos online so that people can really see the difference they are making.

A couple of years ago Charity: Water were filming and broadcasting their impact live as part of a big

anniversary event. Several supporters were watching the live stream when the well they were showing

stopped working. While the organisation was worried about the repercussions, they didn’t hide from it:

they were completely transparent. Because of that, people became even more supportive: Charity: Water

ended up getting more donations. People wanted to help them get the well fixed.

People can only devote a limited amount of time and money to organisations and with so many causes

now, it’s more important than ever to become transparent: showing how your donors’ money is being spent

and impact in the real world. If you’re not being transparent about how money is being spent, donors will

just go to another organisation. The best way to stand out is to be honest, get stuff done and show direct

impact.

BEING TRANSPARENT, AND SHOWING DIRECT IMPACT


Organisations can’t be on every channel 24 hours a day, so it’s important to find the best channels for

your goals and target audiences. Your audience may be on Facebook, but not Twitter. They may be using

Instagram, but not LinkedIn. It’s crucial to understand the strengths and weaknesses of these platforms,

and who’s using them. You don’t want to stretch your resources over 30 different channels if your audience

is predominantly on four.

It’s the same with mobile. Mobile can be a fantastic way to communicate about urgent issues, but also to

survey how people feel about your organisation and work. For example, The Red Cross conducts surveys

on mobile, getting feedback on different campaigns and response rates, how effective they are, and what

kind of communications donors want to receive. In addition to the urgent appeals, they’ve used mobile

campaigns to learn more about their advocates. When you have a large list of mobile phone numbers

you can do this, although there are still lots of legal issues around mobile, and they are different for each

country.

CHOOSING THE RIGHT CHANNELS

http://vimeo.com/14779260


Using celebrities and brand ambassadors to help organisations raise awareness is nothing new, but with

celebrities having such huge followings on social media now, they have become a great way to initially raise

awareness about a campaign if they are connected to your cause. It must be authentic.

For example, we worked with Craig Newmark, of craigconnects and craigslist, and the National Wildlife

Federation (NWF) on a hashtag campaign called #Squirrels4Good. Craig loves squirrels – he likes to

photograph them and shares them all over Facebook and Twitter. People on the internet also love squirrels,

so we connected Craig with the NWF, who do research on squirrels and their habitats.

We launched the campaign to raise $5,000 for the NWF. Anytime someone used that hashtag on Twitter,

Pinterest, Facebook or Instagram to share a squirrel-related photo or story, Craig donated $1.

The campaign was an instant social media hit. People from all over shared and tweeted many photos and

stories of squirrels. The hashtag spread so quickly across social networks and was doing so well that Craig

decided to increase the donation to $10,000. We achieved that goal in three days. Influencers are very

useful in gaining a big impact in short bursts, but not necessarily as a long term plan.

KNOWING WHEN TO USE INFLUENCERS

image © Craig Connects (2013)


Getting a movement off the ground takes a lot of planning. It always has; and with the rise of social media,

it’s more important than ever to start movements through these new channels. This means defining your

community and providing the motivation and support to encourage them to spread your message through

their own networks. This means breaking down your vision into manageable chunks: being transparent,

human and showing direct impact.

For organisations moving into purpose or cause marketing, it’s critical to really understand the space you’re

getting into, the community you’re trying to reach and the scrutiny you could suddenly be thrown into.

For example, Leo Burnett in Chicago worked with Fifth Third Bank to create the ‘Pay to the order of’

campaign. This drove donations for cancer research through a collaboration with Stand Up To Cancer

(SU2C), a groundbreaking initiative that supports scientific collaboration to accelerate innovative cancer

research and bring new therapies to patients quickly. Social media users were encouraged to share images

or video on Facebook, Twitter, Instagram or Vine to spread awareness; for each eligible accompanying use

of the #paytotheorderof hashtag, Fifth Third donated a dollar to SU2C. The hook was that you didn’t need

to be a Fifth Third customer to participate and critical to the way this campaign was perceived in a positive

light.

Another example is Dove - over the last decade they have done some fantastic ads featuring real women of

all different body types and sizes and the campaigns have received really good feedback. With Real Beauty

Sketches, however, Dove soon saw the doubled-edged sword of social media. Initially feedback was good,

but it soon began to receive harsh critique. Communities of colour expressed that “this represents mostly

white women, and doesn’t represent me.” Others said that the women in the campaign were stereotypically

attractive. They weren’t runway models, but they weren’t flawed, either. That was a fair critique.

This criticism was something Dove didn’t foresee when they were filming the ads. They missed looking at

their cause through a diverse range of lenses. It’s very easy to get stuck pleasing people who you work with;

the people inside the building, rather than those outside. So the crucial lesson here is to truly understand

who your audiences are, and then build campaigns that really speak to them – not just to your view of them.

INSIGHTS AND OPPORTUNITIES


Brand choice for me is as much about brand values as the product benefits. If I see a negative publicity

story about a brand it certainly makes me think twice, but at the same time if I see an organisation doing

some good for the world then I am far more likely to take note and have a closer look. And I am not alone.

Brands can live or die depending on how a company chooses to operate. As such Corporate Social

Responsibility policies are as important to the Marketing Director as they are to those responsible for the

CSR agenda. Hence brands actively promote their ethical stance whether it’s recycling & waste reduction,

supporting third world farmers or turning their packs pink to support breast cancer research. CSR

messaging is now the additional layer that separates companies and brands beyond product and price.

An easy fix to bolster a brand or organisations CSR credentials is a not-for-profit partnership. And let’s be

honest; charities can benefit just as much from an alliance with a brand. Not only do brands have the power

to generate substantial contributions but they also have the ability to raise the profile and change public

perception. Waitrose do a great job of raising the profile of three charities local to each store; imagine the

cost to those charities of achieving the same level of awareness by themselves. However, finding a worthy

partner is no easy feat and has to be done in the right way, otherwise brands could fall foul of tokenism

and insincerity. The following five factors are worth a consideration to see how a brand can benefit from a

not-for-profit ally.

PARTNERSHIPS: WHERE BOTH SIDES BENEFIT

Storebites is a regular in-house roundup of tangy titbits relating to shopper marketing and the goings-on in the retail environment. Here, Sarah Leccacorvi summarises the area of brands, altruism and not-for-profit endeavours.

It’s all very well partnering with a not-for-profit organisation, but what are you going to provide? Pampers

formed a partnership with UNICEF in 2006 with a long-term goal of eliminating maternal and newborn

tetanus (MNT) in some of the most deprived areas of the world. Their solution was to run a ‘1 pack = 1

vaccine’ activation across the Pampers range. It is now one of P&G’s longest running, global cause-related

marketing campaigns and so far has led to Pampers donating the funds for over 300 million vaccines. This

campaign’s success it not just because it emotively appeals to the sympathies of young mothers, but the

promise is simple, the messaging clear, and the outcome is accountable.

TRUE COMMITMENT


Partnerships that have a true relevance are taken

so much more seriously and achieve much better

results. A great example is Mo Bros, which is the

brainchild of the Gillette and Movember partnership

formed in 2012. The Mo Bros campaign created a

series of ‘Best a Mo Can Get’ pop up barbers for

men who committed to growing a moustache for

the 30 days. This partnership demonstrated that

finding a link between the brand, the product and

the audience can be really powerful. In this case

by changing the face of men’s health one Mo at a

time!

A NATURAL FIT

I mentioned Waitrose earlier but their “Community

Matters” initiative is the perfect example of how

providing consumers and shoppers with choice

makes for a more engaging programme. Launched

in 2008, Community Matters has so far donated

£14 million to local charities that are chosen by its

customers. The green token has become part of

the overall Waitrose shopping experience and their

shoppers believe they are genuinely supporting a

community project or charity that is close to their

hearts.

THE CHOICE IS YOURS

Building scale to deliver greater impact makes a lot

of sense, however multi-brand activations can be

difficult to construct without becoming confusing.

However, when brands come together for the

benefit of one, it becomes a force to be reckoned

with. ASDA launched Tickled Pink 18 years ago to

raise awareness of Breast Cancer and raise funds for

Breast Cancer Campaign and Breast Cancer Care.

The campaign leverages well known household

brands, with each brand producing limited edition

pink packaging and the profit are given to the

charities. These multi-brand activations provide

a genuine reason to bring otherwise incongruent

categories together in store and, if the brands

have the courage of their convictions, to create a

huge impact and generate even more charitable

funds. To date Tickled Pink has generated over £29

million.

THE POWER OF MANY

I will tread quite carefully here as it could be a rather

touchy subject. Recent economic conditions have

led to us becoming a bit more selfish as shoppers;

we are getting more used to asking ourselves

“what’s in it for me?” Also, with so many brands

now forming CSR partnerships, it is becoming

more difficult to differentiate your brand by doing

good. In the future I envisage we’ll being seeing

more “Give & Get” type promotions.

CSR partnerships can dial up the feel good factor

and add credibility for brands while at the same

time generating millions of pounds for good

causes. It is no wonder that when it comes to

brand choice, it’s the ones with good allies that get

my full attention.

SOMETHING FOR ME, SOMETHING FOR THEM

Sarah LeccacorviClient Service Director


‘Buy one, get one free’ is one of the greatest marketing concepts of our time, and not just because it can

be comically abbreviated to ‘BOGOF’. People love free stuff, or at least the illusion of it.

And, of course, this dynamic can be reworked into something more altruistic – there have been countless

examples over the years of ‘if you buy this, we’ll give a free one to somebody disadvantaged’-type stuff.

Houses, though? That’s a biggie…

But that’s what World Housing basically is. The premise is this: buyers in North America use the scheme

to find a new home. The scheme then diverts the contractor’s fee to an NGO partner, who’ll use it to build

a home for a family who live on a rubbish dump in an impoverished part of the world. It’s one of the best

gifts you can give, from something that you may well have been doing anyway. Nice.

http://worldhousing.ca/

WORLD HOUSING


Shoes are one of those things we take for granted in the west. Everybody has shoes, right? You just go into

a shop, where they will be sitting in abundance, casually awaiting your perusal, then try some on and give

the assistant some of your monies. Then you get on with your day.

Developing countries don’t have it quite so easy. If you have neither the money to buy shoes nor access

to any to buy even if you did, the sourcing and creation of footwear is a surprisingly energy-consuming

undertaking. So, the KLEM Project attempts to make it all a bit easier.

It offers a simple design to enable anybody to build their own shoes using a piece of cloth and a bit of

an old tyre. People can make their own and, if there’s a lack of infrastructure in their community, set up a

business manufacturing them and selling them too.

This all makes perfect sense. Think of any obstacle that you may have encountered today. Then think how

much worse it would have been if you didn’t have any shoes on.

http://www.designboom.com/design/the-klem-project-enables-malawians-to-make-their-own-

shoes-01-22-2014/

THE KLEM PROJECT

I’ve never really bought into the whole musical ‘guilty pleasures’ idea – either you like something or you

don’t, I don’t think there’s any shame in it. But thankfully a less cynical person than I has identified that a)

this is obviously a commonly-acknowledged behaviour and b) there’s a way to monetise it altruistically.

GUILTY PLEDGERS


Guilty Pledgers is a way to convince guests at your party to give money to charity by making them listen to

the music that they wanted to listen to anyway, kinda. It works via the creation of a Spotify group playlist

– attendees help to create the list, pledging increasing amounts of cash for the growing embarrassment

levels of their musical selections. The next day, through the fug of the hangover, a nagging email appears

reminding them that they promised to give some money to charity. Foolproof.

This does, of course, work best if the entire playlist is populated with songs that nobody wants to admit to

liking. The dancefloor will be amusingly awkward.

https://guiltypledgers.com/

How To Do Cause Marketing Right

Marketing

Transcript of How To Do Cause Marketing Right